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Inhaltsangabe
Detailed Contents.- Fundamentals of Project Management.- The Fundamentals of Project Management.- 1. Introduction.- 2. A Definition of Project Management.- 3. The Basic Propositions.- 4. But What Does a Project Manager Actually Do?.- 5. How to Finish on Time Within Budget.- 6. Project Managers Ned Space.- 7. Keep Changing the Plan.- 8. How to Make the Right Decisions.- 9. Allowing for Space.- 10. Leadership and Delegation.- Change and Usefulness of Project Management.- 1. Introduction.- 2. Change.- 3. Priorities.- 4. Systems.- 5. Usefulness.- 6. Associations.- 7. Conclusion.- Project Management Paradigm - A System Oriented Model of Project Management.- 1. Introduction: Why Structuring Project Management?.- 2. The System Approach to Project Management.- 3. Why Is the Acting System "Project Organization" Working?.- 4. How Is the Acting System "Project Organization" Working?.- 5. How Is the Project Process Measured?.- 6. Who/What is Doing the Project Process?.- 7. Project Management Phases.- 8. Construction of a Model of Project Management.- 9. Framework of Project Management Knowledge.- Project Management within the Systems Context.- 1. The Shortcomings of PMS.- 2. The Systems Approach.- 3. An actual case.- 4. Conclusion.- Managing the Project Environment.- 1. Introduction.- 2. What is the Project Environment?.- 3. Dimensions for the Project Environment.- 3.1 The Project Time Environment.- 3.2 The Internal Project Culture.- 3.3 The Corporate Culture.- 3.4 The Project's External Surroundings.- 3.5 Some Practical Examples.- 4. Summary.- The Cultural Dimension of Project Management.- 1. Introduction.- 1.1 Systems to Persons.- 1.2 Recognition of Cultural Problems.- 1.3 National Characteristics.- 2. Attitude to Change.- 3. Organisational Differences.- 4. Small is Manageable.- 5. The Myth of the Developing Country.- 6. Future Development.- The Viking Approach to Project Management.- 1. Introduction.- 2. The Viking Approach.- 3. The Nordic Approach Today.- 4. Trends in the Nordic Approach.- Project Management and Corporate Strategy.- 1. Introduction.- 2. Interrelations between Corporate Strategy and Project Management.- 2.1 Strategy Development.- 2.2 Projects as Strategy Elements.- 2.3 Management by Projects.- 3. The Impact of Corporate Strategy on Projects.- 4. Conclusion.- Project Management Techniques and PM-Software.- Project Objectives Identification and Proper Formulation for Project Success.- 1. General.- 2. Explicit Objectives.- 3. Implicit Objectives.- 4. Instrumental Objectives.- 5. Internal and External Objectives.- 6. Project Objectives and Company's Objectives.- 7. Objectives and Programs.- 8. Conclusion.- The Evolution of Management Tools and the Efficiency of Produkt Development & Engineering.- 1. Introduction.- 2. Some Efficiency Tools Developed and Tried Out.- 3. Probable Reasons for Rejection.- 4. 'Tools'for Quality Improvement.- 5. Risk Assesment and Contingency Planning.- 6. The Development of Institutes, Societies and Associations.- 7. The Evolution of the Societies.- 8. Societies Moving to the First Phase of the Product Life-Cycle.- 9. Resistance to Change 'Habits' of R.D.&E..- 10. The Tree of Development Management and the Product Life-Cycle.- 11. The Estimation of 'COST' a Problem of the Future?.- Operations Research and Project Management: Past, Present and Future.- 1. Introduction: Operations Research and Project Management.- 2. Spread of Operations Research Theories in Project Management Practice.- 3. Reasons for the Small Number of OR-method Application to Project Management.- 3.1 Are OR Methods Suited Better for Bulk or Series Production than for Projects?.- 3.2 Inadequate Models.- 3.3 Little Acquaintance of the Developers with the Real Problem.- 3.4 Necessary Data are not Available.- 3.5 Institutional Conditions are not Taken into Consideration.- 3.6 The Models and Procedures Offered are too Complicated.- 4. Possibilities of a More Intensive Application of Operations Research Methods to Project Man
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